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Q4 Recalibration – Reconnect With Your Core Values

I shared with my email subscribers that I had an experience last month that jolted me back to my core values. You can read about it here. But why wait for a jolting experience to remind yourself of your core values? We are about to enter the last quarter of 2019 – a great time to recalibrate and re-engage with why you do what you do. 

In the fullness of life’s demands, your core values keep you grounded and help with focus or refocus. My core values are love and the potential for transformation into a brighter future. Those core values are what motivates and drives my own leadership journey and what fuels my work

I am currently pursuing further education and am working with some colleagues on a brand new service that I can’t wait to share with you. Deciding to dive into this new venture was risky given all the other responsibilities on my plate. With my core values serving as a compass for my business decisions, I am confident that I am on the right path. My values are the foundation of my approach to professional and personal decisions. They help me face challenges and find creative solutions. They bridge what is important to me as an individual with what is important to me as a leader. They make me a powerful thought partner and compassionate facilitator and coach.

 “Caring and compassion needs to be a value and not a program to have a positive impact in the workplace.”

~Rachel Druckenmiller

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REFLECTION & ACTION

 What values lie at the core of YOUR life?

  • How do you express them in your work/life?
  • How much room do you give them to inform your decisions?
  • How often do you pause and calibrate your actions with your values?
     

 I invite you to reconnect with your values!

  • Write down your core values on a post-it note and place it somewhere where you can see it frequently. 
  • Ask colleagues, clients and family members what their personal core values are, what makes those important to them and how they apply their values to the work they do.
  • When you get ready for an important presentation, meeting or decision, pause for a minute, connect with your values and set your intentions for a positive outcome.

Being connected with your values and taking action in harmony with those values will lead to authenticity and self-confident, congruent decision making. I can’t wait to hear how this challenge re-engages you with what you do on an every day basis as well. Find me on LinkedIn here or schedule a discovery call today to talk about your findings! 

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How to Inquire About Corporate Culture

A client shared a great article about the importance of organizational culture awareness for job seekers as well as organizations wanting to attract top talent. Rather than asking hiring companies about the uniqueness of their organizations, the author Adam Grant suggests asking and listening for stories will reveal the organizational culture and the hidden shared beliefs that drive behaviors at a work place.

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Recently, I have been playing with 5 of Gerd Hofstede’s 6 cultural dimension indicators to see whether they may be useful to assess and compare organizational culture.

  1. Low or High Power Distance
    How accessible are the leaders in the organization and how do they relate to the frontline staff? How complex is the organizational structure? How short or long are reporting and project approval paths?
  2. Individualism vs. Collectivism
    How does your organization celebrate success, for the individual, the team and the organization? Are employees essentially competing against each other or is team effort valued over lone wolf mentalities?
  3. Uncertainty Avoidance
    How quickly are decisions made? How much information is required and how complex is the approval process for new initiatives? How risk averse is the organization?
  4. Masculinity vs. Femininity
    In a cultural context, Hofstede defines masculinity as “a preference in society for achievement, heroism, assertiveness and material rewards for success.” Femininity is defined as “a preference for cooperation, modesty, caring for the weak and quality of life.” (Weak in this context may mean a less experienced team member or a person requiring or simply benefiting from special accommodations.) While the labels may sound dated and may have to be modified to reflect the current climate for work place discourses, the concept of conquering versus integration is nevertheless an important marker for corporate culture and behavior.
  5. Long-term vs. Short-term Orientation
    Are traditions valued and implemented in long-range plans? Are quarterly results the main decision drivers? Is institutional knowledge valued or does the organization put innovation front and center?

Additional dimensions came to mind when inquiring about an organization’s culture that are not captured by Hofstede’s traditional culture model, which was original developed for national cultural assessments:

Learning Propensity
What does the on-boarding process look like? What does the organization do to encourage continuous learning at the organizational level as well as at the individual level? How are mistakes handled?

Generative vs. Critical Feedback
How do employees know that they are successful? How is feedback given and received in the organization? Is up-chain feedback encouraged? Is feedback used as a constructive personnel development tool or is it usually used to reprimand staff? An easy gauge is to ask whether employees are usually looking forward to receiving feedback and performance evaluations or if they dread it.

Level of Internal Cohesiveness
How would the front line staff answer these questions? The manager? The leader of the organization? Vastly differing responses indicate internal disconnects.

Why are these important considerations for job seekers? While salary and benefits are important to meet your needs for your life outside of your workplace, the company culture will be the driving factor for long-term job satisfaction and professional growth and most importantly, “culture eats strategy for breakfast” (Peter Drucker) – every day and all the time.

 

“Culture is …”

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“Culture is manifested in shared, unspoken assumptions, values, and beliefs of a group of people resulting in characteristic behavior.” Craig Storti

While there are many popular and academic definitions of culture, I particularly like Craig Storti’s version because it is very flexible and can be applied to any situation where different cultures meet well beyond the realm of international relations. It encompasses subgroups like corporate culture, town culture, team culture, family culture, partnership culture. It thus underlines the importance of context when looking at interactions between different groups.

The unspoken assumptions, unreflected values and beliefs that prompt a person’s behavior, decisions, and interpretations of others are at the heart of many misunderstandings, interpersonal issues, and conflict. Intergenerational conflicts, gender conflicts, mergers and acquisitions issues, just to name some examples, can be only be adequately addressed if the respective unspoken assumptions and differences in values and beliefs are identified, named and placed in relation to each other without judgment. In that respect, an intercultural consultant is not unlike a therapist in that he attempts to uncover hidden relationship dynamics to allow the players to make informed decisions and to be aware of the potential consequences of their actions. The objective is to move beyond a conflict and apply different decision making tools depending on the context of a situation and to nuance one’s behavior based on what we know about ourselves and the other. The ultimate goals is to find enrichment in differences and appreciation for different perspectives without the need to prove one right and one wrong.